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Driving Improvement and Efficiency in Culture Services
Trust Workshop
The Dome, Doncaster
17th March 2011
Welcome and Introductions
Project supported by:
Structure of the Workshop
1:30pm Welcome and Introductions
1:40pm Overview of the Improvement and Efficiency Project and discussion on the landscape of sport and leisure
trust provision
2.00pm John Sherburn, Leisure Services, Doncaster Council
2.30pm Michael Woodward, Commercial Director, York Museums Trust
3.00pm Shirley Collier, Chief Executive, Scarborough Museums Trust
3.30pm Alternative service delivery models – considerations, problems and pitfalls
4.00pm Questions to the panel
4:15pm Next Steps and Close
Driving Improvement & Efficiency in Culture Services project
Project Remit:
To drive the improvement and efficiency agenda;
To increase understanding and demonstration of the value of culture services;
To identify long term improvements in culture services and cost reductions;
To research and share good practice and solutions for long-term improvements; and
To identify quick wins, long-term improvements and opportunities for joined-up service delivery.
Driving Improvement & Efficiency in Culture Services project
Exploring:
Establishing shared museum services
Establishing shared library services
Establishing shared arts services
Establishing or extending a leisure trust
Driving Improvement & Efficiency in Culture Services project
Progress:
Update consultation with councils on their priorities and aspirations for culture services
Research on national emerging practice and models Generic workshop for councils held in January 2011 Culture Network meeting held in February 2011 Bespoke assignments with a number of councils, including:
- East Riding of Yorkshire Council & Hull City Council (shared museum services)
- Calderdale Council (sport and active recreation)
- Yorkshire Libraries and Information (shared library services)
Dissemination of guidance documents
The Landscape for Sport and Leisure Trusts
A Brief History of Leisure Trusts
A Trust is a non profit distributing organisation (NPDOs)
May or may not have charitable status
First Leisure Trust was in Harlow in 1960
A small number of others followed but most local authorities preferred to keep direct control of the services
More recent activity
As a response from some authorities to CCT more Trusts created in the 1990’s
Reasons – as a response to difficult financial times
Reason – preserve a social welfare orientation as opposed to commercialisation of leisure services
Often small covering one local authority area
Why a Trust?
Financial benefits
NNDR and VAT
Growth of income, less reliant on Council subsidy
Transfer of risk
Community benefits
Trustees and local connections
May access grants not accessible to councils and provide additional funding
Trusts in the 21st Century
Trusts emerging with wider service remit
Trusts growing in number
Trust operating over multiple sites increasing
Private sector providers offer Trust vehicles
Financial climate encouraging development of more facilities managed by trusts
A Bigger Future for Trusts?
Opportunities for new and expanded trusts
Quality standards and positive partnering track record built up
What are the key issues and procedures?
Pitfalls
Benefits
Over to our presenters!
Trust Models
Partially externalised service- some aspects of a service are contracted out to a private contractor or trust (e.g. single arts venue or leisure centre)
Fully externalised service- all culture and sport provision is transferred to a private contractor or trust at one go. This can include buildings and assets as well as services such as sports development and arts development
Hybrid model- formation of a trust who then partially or fully contract out the service to an external management company for an agreed contract period.
Independent voluntary trust- similar to partially/fully externalised service but may focus on managing and delivering services and projects rather than a building
Considerations, problems and pitfalls
Trusts as a panacea? Is in-house still feasible?
Focusing on finance v focus on quality services
Customer insight and responding to demand & need
Length of Council funding agreement
Proliferation of Trusts within a Council boundary
Cross boundary competition and delivery
Trust rationalisation, merger, collaboration and sharing
Does the community understand/care about the distinction between Council and Trust?
Communities of Practice, www.communities.idea.gov.uk
MLA Research and Evidence database http://research.mla.gov.uk/case-studies/
Arts Council case studies www.artscouncil.org.uk/browse/?content=casestudy
Yorkshire and Humber Improvement and Efficiency Partnership www.yohrspace.org.uk/
Nalgao www.nalgao.org/news.php
CLOA www.cloa.org.uk/
Society of Chief Librarians www.goscl.com/
Museums Association www.museumsassociation.org/home
The Institute for Sport, Parks and Leisure (ISPAL) www.ispal.org.uk/
Sporta www.sporta.org
From each other…..
Where do I find out more?
Questions for the Panel
Next Steps
Production of guidance document on Trusts
Facilitating sharing of practice across the region
LGYH programme 2011/12
Contact DetailsAndy Parkinson Colin MitchellERS Transforming CultureMilburn House 1 Ayton Court, Bedlington, Dean Street NorthumberlandNewcastle upon Tyne NE22 6NSNE1 1LE
Tel: 0191 244 6103 Tel: 01670 827598 E-mail: [email protected] E-mail: [email protected] www.ers.org.uk www.transformingculture.co.uk
